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The Fast Track Guide is a “get things going” handbook that will help
you run a SAFe pilot program, identify the challenges you hope to
overcome, and set realistic goals for launching a solid SAFe
implementation.
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publishing
About the Author Contents
Introduction 3
John Blanco is a Technology management professional with a 4. Communicate and Begin Training Leaders 10
proven track record in aligning IT strategies to business objectives
5. Empower Others 11
and delivering innovative solutions across business disciplines. As
an accomplished strategist in portfolio management, systems design 6. Pilot Launch 12
and implementation, product development, and business
communication, John utilized his skills across numerous industries 7. Launch and Execute the ART 14
and Fortune 500 companies. These include NBCUniversal, Scholastic
8. Extend and Expand 18
Inc., Direct Brands, Merrill Lynch, iCentral Corp, Alliance
Consulting, OpenMetrik Inc., Cablevision, Alyn Hospital, ORC, EMI,
and ADP Brokerage Services. Conclusion 20
Introduction
https://www.scaledagileframework.com/implementation-roadmap/
Fast Track Roadmap
Fast Track 1. The Tipping Point 2. Create the 3. Create the Guiding 4. Communicate and
While a longer term SAFe Examining market and Assembling a group with Creating a vision to help Using all vehicles possible
competitive realities enough power to lead the direct the change effort communicate the new vision
implementation can take change and strategies
Identifying and discussing Developing strategies for
many months, a Fast Track
crises, potential crises, or Plant the seeds for a achieving that vision Identify and assign key roles
provides a Proof of Concept major opportunities Lean-Agile Center of
Excellence (LACE) group Coach and Train CAs and
approach. Leaders (Leading SAFe and
SAFe for Teams)
We perform several
of the above activities in
smaller increments as we
work toward our milestones.
As you can see, each builds 5. Empower Others 6. Pilot Launch 7. Launch and Execute 8. Extend and Expand
upon the other to create ORGANIZE AROUND ASSESS VALUE STREAMS,
the ART LAUNCH NEW ART(S) AND
PORTFOLIOS, PROGRAMSAND DELIVERY PIPELINES AND PLAN CONSIDER NEW APPROACHES AND
momentum and lay a SAFe TEAMS
INSPECT AND ADAPT, COACH
PROCESS IMPROVEMENTS
AND LEARN
foundation to expand from Understand the forces and
Create the Framework inpediments that block Articulating the connections
Refine processes using
in the future. (systems and structures) to delivery empirical data and learning
between the new behaviors and
support the vision corporate success
Create a plan to drive Begin cisualizing new ARTs
Identify a pilot portfolio and improvements Developing the means to ensure
program (ART) leadership development and
Have your first ART PI succession
Train all Key Roles Planning session
Train teams
Fast Track Roadmap / The Tipping Point
innovative business people want to stay behaviors, undo recognized risks and
ahead of the curve. They realize that remove pending threats.
change is good and maintain a healthy
2. Give a kick-start presentation: Once
sense of danger. Obstacles comes in many
you have good data from your discovery,
forms, so being vigilant and keeping an eye
make it known and get feedback. Hold a
on the horizon helps us remain at the top
The SAFe Roadmap starts with this step, as 1-hour Intro to Agile with SAFe briefing
of our field through competitive advantage.
does our Fast Track version. It is critical to and present the problems you’ve
establish the importance of our activity. We unearthed. Establish and gain consensus
Actions:
must show a valid business reason that aims to from people on where the problems lie to
Whether due to an external threat or a
improve our processes in a way that delivers gain buy-in and allow Agile (and your SAFe
proactive nature – it’s critical that
more value. Implementation) to sell itself.
management conveys the reasons for entering
At some point, every company reaches a a state of transformation. 3. Present your findings: We’re not going
Tipping Point — an event, or series of events, Agile just for the sake of saying we’re Agile.
1. Do a SWOT analysis (Strengths,
that require rethinking of business operations. There must be a purpose. What problems
Weaknesses, Opportunities and
and challenges do we need to fix? Share
SAFe looks at common tipping points: Threats): Look at the organization with
your findings to motivate people and most
a critical eye. Interview the leaders and key
• Burning Platform — a product that is failing importantly, create a valid Problem
people of the organization and learn what
in the market or a threat from a competitor. Baseline that we can measure our Agile
is needed. The results of a SWOT analysis
transformational progress against.
• Proactive Leadership — smart, proactive help to identify our strengths and
thinking by management. Shrewd and weaknesses, which helps drive opportunist
Fast Track Roadmap / Create the Coalition
people who influence others and are on the methods they need to support the
peers. They must be visible and not shy series of Agile Introductory courses or
Your Guiding Vision document is not a list of Any combination of the above helps us set up
design requirements for a final solution, but our ART(s) later. If you choose to do Value
rather a guide that helps achieve a solution to Stream mapping, use the template that SAFe
our problem. provides on its site (shown below.)
Operational Value Streams are often easier to
With a Guiding Vision in place, and widely
grasp because they are almost always
Building the coalition and setting a level of communicated, we start the momentum by
identified through the products and services
purpose for your LACE, not to mention the broadcasting our intent and gaining the
we produce. But some large companies have
company at large, is critical to the necessary approvals to move forward. Now
more complicated value streams to map.
Transformation. It doesn’t have to be an begins the tactical heavy-lifting.
enormous body of work or the Declaration of
This is a good place to do Value Stream
Independence. Truth be told, total
mapping, Product InVisioning (e.g., Jeff
comprehensiveness and precision aren’t the
Patton’s User Story Mapping), or even a
goal. A coherent and crisp document that
SWOT. If a SWOT was created as part of step
states the ultimate intent is.
one, use it here.
Fast Track Roadmap / Create the Guiding Vision
This may be an entry point for the SAFe ritual – Value Stream Workshop. If so, hold one. Actions:
Co n c e p t
Identify customer segment Identify the distribution Budget authority Vision
served channels affected Economic parameters
OT
u a
W
l M
S
a p
SOLUTION SOLUTION CONTEXT KPI(S)
managers for the changes that are about to foundational basics of Lean Thinking and
happen. We require that management fully the Portfolio and Program levels of SAFe.
grasp their purpose and responsibility in the
2. Depending on the organization’s Agile
transformation so that they can be true leaders
maturity, preparatory training courses
and not detractors from our goals.
can help. SAFe training for the Agile
Deming said, “It is not enough that Our motto: uninitiated is overwhelming. Give team
management commit themselves to quality
“Think Lean and Embrace members an Agile primer with:
and productivity, they must know what it is
they must do.”
Agility.” • Agile 101 (Introduction to basic
Agile concepts)
In Step 2, we created our LACE. Now, we must Actions:
• Scrum Master training
ensure that these committed transformation
Schedule foundational training for the
leaders have the necessary knowledge, skills
organization either led by your in-house Agile
• Product Owner training
and traction for the long haul. This dedicated
coaches or an external trainer. Consider these
team comprised of the SPC and two to three
training approaches:
sponsors acting as SAFe evangelists, keeps the
project on track, isn’t distracted by conflicting 1. Leading SAFe – This is the perfect course
agendas and won’t stagnate due to resistance to set the tone and form a shared
or cultural side-effects. understanding for management, i.e.,
executives, line managers, finance people,
At this point, we prepare executives and
product managers, etc. It teaches the
Fast Track Roadmap / Empower Others
5. Empower Others
6. Pilot Launch
Actions:
1. Create Your High-Level Launch Plan: 2. Facilitate a Mock Run of a PI Planning This practice session is usually 4 hours in
Your launch plan should identify key Event: With this dry-run, invite key players length. In it, participants try to simulate key
release dates and milestones. Keep it from each team, their managers, and events of a full PI Planning session. Use this
lightweight because the stabilization and anyone else who wants to volunteer to test time to create the Program Vision, PI Calendar
coordination of activities is covered during their skills and knowledge of PI Planning and other artifacts.
the PI Planning event. before diving into the real thing.
Fast Track Roadmap / Launch and Execute the ART
Many of our scaling techniques are not transformation — bookend the start and end of
normally found in standard Agile or Scrum, so every Program Increment (PI). Thoughtfully
host this training as a big room event to prepare for and facilitate the PI Planning
accomplish the following: event to ensure proper execution.
• Allow the teams to fully form During the execution of the PI there is a full
Leading change within an organization’s set of Program and Team level rituals that are
• Enable teams to collectively engage in
culture is not a trivial task. We must change standard Scrum and SAFe ceremonies (see
the learning experience
people’s behaviors, roles and expectations. below).
• Share knowledge around concepts like
SAFe for Teams training is perfect for
Epics, Capabilities, Features, User
starting this grassroots crusade with the
Stories, etc.
people directly responsible for delivering
products and services, and who will be active • Give teams time to begin forming
members of ART development teams. This unique identities
training is not only important to those new to
The most critical ceremonies in the evolution
Agile or Scrum, but also to more experienced
of an ART — or possibly a business’ entire
team members.
Fast Track Roadmap / Launch and Execute the ART
ART Sync
PROGRAM EVENTS
TEAM EVENTS
Actions: Scrum Masters, Product Owners, upcoming PI. This 2-4-hour meeting
Product Manager, technical leads, QA better prepares the proposed features
It’s now time to launch your ART.
leads, a System team representative and (harden acceptance criteria, size,
1. Pre-PI planning Preparation: Ensure is facilitated by the RTE (or SPC). determine distribution across teams and
proper preparedness. The Release Train gauge whether it’s necessary to add or
The agenda of this meeting is:
Engineer (RTE) works alongside the subtract teams).
Product Manager to: • Review current (in-flight) PI Features
3. Schedule the PI Planning Event:
and set delivery expectations. An
• Collect briefing presentations This commonly used, 2-day ritual
ART discusses and marks each
normally occurs during the last week of
• Gather architectural, systems, UX/UI feature as:
sprint 5 (assuming 5 sprint PI’s). During
presentations On Track the PI Planning session, the ART
• Coach and prepare speakers for the In Jeopardy discusses and debates on issues that
event Technical Debt (candidate remain hidden in traditional project
for movement into the next methods. Even the event’s forced
• Ensure that Features are vetted and timebox sets the stage for addressing
PI or split)
prioritized to reduce the risk of
work that is planned, where time is
surprises • Review proposed Features for the
sacred, and contractual commitments to
next PI
These activities properly prepare the our value stream partners.
team for PI Planning. Now, let’s look at This event allows open
how we move from one PI to the next. acknowledgement of the state of
start of sprint 3. This event includes of the feature-load planned for the
Fast Track Roadmap / Launch and Execute the ART
4. Schedule the I&A (Inspect & Adapt) Event: There is true • Hold a Flash Retrospective.
excitement at the close of a PI when the entire solution (or an Following general discussions around the findings, hold a Flash
increment) is fully integrated and demoed. This super-charged Retro. It’s a quick way to see if something was left hidden in the
retrospective creates a space for contributors to be a part of the survey.
transformation improvement process. Here are a few easy steps:
• Brainstorm solutions. The final portion of an I&A is where
• Start with a demo. At the I&A, start with a full solution integration attendees break out into the 4 different PPRQ groups. Allow
demo, if needed. groups to self-organize and prioritize to attempt to find a
• Survey the entire ART and review the findings. Have people answer solution for each challenge. Ask 4 volunteers or assign Scrum
questions on how they believe the ART performed. Encourage Masters to shepherd the discussions within the groups. Conclude
thinking across the domains of Productivity, Predictability, with a readout by each group to hear their recommendations.
Responsiveness and Quality (PPRQ). This information is the Include the solutions in your upcoming PI.
improve our ROI projection methods, All for the purpose of evolving the organization
strengthen our vendor management and to leaner governance practices.
mitigate our risks.
As the former activities become natural, the This appears to be the last step in the process,
transformation continues. In truth, this This is often where a strong Lean-Agile but it’s actually the first step of a new
means... Program Office (PMO) takes charge and journey. Here, we reap the benefits of what
ensures that our transformation continues to
“Bring the Portfolio level we’ve started and employ them to make
take root, grow and mature. changes throughout the organization.
of SAFe into the picture”
For example, a PMO will: Other teams within the organization may not
We have created a new way of doing things. A understand what we’ve accomplished.
• Lead overall improvements
new way for teams to visualize work and Expanding into associated areas like HR,
measure their flow. We have brought other • Continuously align our Value Streams Operations, Legal, Finance, Accounting, Sales,
areas of the organization into play. This now and new Value Streams Marketing and more is a good thing for the
creates momentum that impacts the Portfolio entire organization.
• Maintain enterprise value flow
level, where ideas first arise, are judged and
ultimately funded. • Implement Lean financial management
and budgeting techniques
Fast Track Roadmap / Extend and Expand
In the real world, many companies see Agile 2. Host Leadership Refreshers: Gains in productivity, predictability,
Transformations as a way to tighten the delivery Consistently evangelize the importance responsiveness and quality in product teams
pipeline and ship products faster. of Agile leadership. Host Leading SAFe are a win-win for the entire company.
Some believe that Agile has little impact on the and Agile intros across the company. Share the joy!
company’s objectives, priorities, or direction.
3. Host Scrum and SAFe Refreshers:
Unfortunately, this is short-sighted, for Agile
Take the SAFe for Teams course and
has benefits across all areas of a company.
reduce it to a 2-hour refresher class or
even a Lunch-n-Learn.
Actions:
4. Plan Metrics Awareness Workshops:
Use these methods to win executives and
If you’ve introduced new metrics, hold
business captains over to Agile Portfolio
sessions to help managers size
thinking by offerings items such as:
initiatives’ progress in an Agile way,
1. Schedule Agile Introduction or Agile 101 mitigate risks and create KPIs to
sessions: Help leadership drive your ARTs, measure scope fluctuation and value
and ancillary departments, like HR, (i.e., Agile feature schedule health,
Marketing and Finance to better understand acceptance value rating, scope
what Agile truly means for them. fluctuation monitoring, etc.).
Conclusion
Conclusion
We’ve come a long way and it all starts with a high-level goal for launching an Agile
Transformation. By this point, we have learned that the journey has had us apply some incredible
and far-reaching steps that impact our entire organization.
As much as I believe in the value of all this, when we start to move beyond our comfort zones or
business domains, keep in mind: if you’ve applied it and proven it works – it’s okay to be confident.
Always take heart in knowing that building strong and purposeful relationships will take you
further than trying to blaze the path alone.
Thanks for reading from John Blanco and the team at Targetprocess!
targetprocess
Here’s a checklist to keep on hand during your SAFe Implementation: see change
STEP ACTION OUTCOME
2. Create the Coalition Hire the right people Assemble a group with the power to lead the change
Train your executive body Plant the seeds for a Lean-Agile Center of Excellence (LACE) group
Create the LACE
3. Create the Guiding Vision Value Stream Mapping Create a vision to direct the change effort
Conceptual Mapping Develop strategies for achieving that vision
4. Communicate and Begin Training Leading SAFe Use all vehicles possible to communicate the new vision and strategy
Agile 101 and Intros Identify and assign key roles
Scrum Master training Coach and Train your Leaders (Leading SAFe and SAFe for Teams)
Product Owner Training
5. Empower Others SAFe for Teams training Create the Framework (systems and structures) to support the vision
Identify a pilot portfolio and program (ART)
Train all Key Roles
Train teams
7. Launch and Execute the ART Pre-PI Planning Refine processes using empirical data as you go
Mid-PI Review Collect and publish metrics
PI Planning Begin visualizing new ARTs
Inspect & Adapt
Agile Intros Articulating the connections between the new behaviors and corporate success
8. Extend and Expand
Leadership Refreshers Nurture and grow
Scrum & SAFe Refreshers Develop the means to ensure leadership development and succession
Metrics Awareness Workshops